Strategic Planning, Implementation, Monitoring, and Reporting

Transcription

1 Strategic Planning, Implementation, Monitoring, and eporting Carlos A. Viera, PhD, SPH, SHM-SCP Director Planning, Policy Analysis and Grant Program Support Division of Institutional Effectiveness Updated 08/21/17

2 Agenda 10:45 am 11:00 am 11:00 am 11:15 am Welcome, Introductions, and Overview of MDC s Institutional Effectiveness (IE) Model Strategic Planning Process, Implementation, Monitoring, and eporting 11:15 am 11:40am Small Group Activity and Whole Group Sharing 11:40 am 11:45 am Q&A and Wrap-Up 2

3 About Miami Dade College 1960 Largest undergraduate enrollment Eight campuses 3

4 Institutional Effectiveness at MDC PLANNING MDC Mission, Vision, and Values ASSESSMENT & EVALUATION 4

5 Planning Collegewide Strategic Plan (5-year) Collegewide Action Plan (5-year) Collegewide Priorities and Strategic Initiatives Campus Commitments Academic Discipline Commitments Professional School and Program Commitments Student Support Services Commitments Administrative Support Services Commitments Budget Priorities Annual work plans may be required by campus or district leadership Individual employee work plans may be required by unit leadership

6 Assessment and Evaluation Internal External Evaluation of Progress on the Collegewide Strategic Plan Internal Evaluation of Strategic Initiatives Academic Program eviews Collegewide Student Learning Outcomes Assessment Ongoing Monitoring of KPIs Ongoing Monitoring of QEP Federal eporting Grant eporting State eporting Other eporting Accreditation eporting Annual Campus eport (AC) Process Annual Effectiveness eport (AE) Process Collegewide, Campus, and Unit-level Assessment and Evaluation Activities

7 Institutional Effectiveness Processes and Artifacts Internal ASSESSMENT & EVALUATION External PLANNING Collegewide Strategic Planning Conducted every five years Collegewide Action Planning Five-year plan with Collegewide strategic initiatives and priorities and commitments from campuses; academic disciplines; professional schools and programs; student support services; and administrative support services Annual Planning District; campuses; academic disciplines; professional schools and programs; student support services; and administrative support services develop annual work plans based on the Collegewide Strategic Plan and commitments Setting Annual Budget Priorities Set annually based on the Collegewide Strategic Plan and commitments Collegewide Strategic Plan Annual evaluation of progress Internal Evaluation of Strategic Initiatives Academic Program eview Academic Program eview reports Collegewide Student Learning Outcomes Annual summary report Ongoing Monitoring of KPIs Ongoing Monitoring of QEP Campus-level Effectiveness Annual Campus eport Federal eporting Annual IPEDS, Gainful Employment, etc. reporting State eporting Annual State Accountability, Perkins, Baccalaureate Accountability, $10K Degree, Developmental Education, etc. reporting Accreditation eporting Grant eporting Annual progress reporting Other eporting Unit-level Effectiveness Annual Effectiveness eport, which includes updates on Strategic Plan Commitments, Annual Work Plans, information on Collegewide General Education Student Learning Outcomes, Program Level Outcomes, and Performance Outcomes

8 Why a Strategic Plan? In an era of renewed scrutiny and accountability for higher education, these institutions must learn to adapt and focus their efforts, as well as enhance their agility or ability to respond to an ever increasing number of both internal and external forces and mandates. To this end, the effective development and implementation of strategic plans has gained greater importance. 8

9 What the research says It is possible that up to 90% of organizations fail to execute on their strategies (Kaplan & Norton, 2006). Though the actual figure may actually lie somewhere between 60% and 90%, the most important point here may be that the most significant inhibitor to business success might be in the execution or the lack thereof (Keyte, 2012). Further analysis suggests that while a huge effort is often put into the definition of strategic imperatives, hardly any effort is put into strategic execution and measurement. In other words, we all get excited about great ideas, but few of us want to actually get down to the business of implementation. (Keyte, 2012, p.1) ead more at of-business-strategies-fail-due-to-poor-execution #5gLF2PmrzfU197I.99 9

10 Components to Consider 10

11 Strategic Planning at MDC Conducted every five years Coordinated by a Collegewide committee For Strategic Plan: Focus on fewer strategic goals that yield higherimpact results; Improve alignment between the strategic plan and annual plans across all levels at the College; and Institutionalize processes to monitor performance for continuous improvement and accountability 11

12 Process and Timeline eview the College's mission, vision, and values 2. Conduct comprehensive environmental scans 3. Engage in collaborative planning and outreach Integrate feedback and develop strategic goals 5. Develop the Collegewide action plan 6. Develop campus, district area, and unit annual plans 7. Monitor and evaluate progress efine campus, district area, and unit annual plans 12

13 Phase 1 eview Mission, Vision, and Values eviewed existing mission, vision, and value statements based on prior strategic plan Surveyed stakeholders and incorporated feedback 13

14 Phase 2 Comprehensive Environmental Scans SWOT Analysis eviewed literature and best practices and consulted with subject matter experts 14

15 Phase 2 Comprehensive Environmental Scans External Factors Population trends Enrollment forecasts Labor market trends Emerging industries Competitive landscape Innovations esources Policy trends Internal Factors Student success Academic quality Institutional capacity 15

16 Phase 3 Collaborative Planning and Outreach Conducted employee town halls on all campuses Conducted student focus groups on all campuses Meetings with different stakeholder groups Administered a web-based survey to community stakeholders 16

17 Phase 3 Collaborative Planning and Outreach Employee Town Halls and Student Focus Groups Identify and prioritize strategic issues on which Miami Dade College should focus in the next five years Agenda Update on the strategic planning process Overview of the environmental scan Exercise 17

18 Phase 3 Collaborative Planning and Outreach Exercise Part 1: Visioning (Individual) What do you want the MDC of 2020 to look like? For what do we want MDC to be known locally? Nationally? Gallery walk Stickers to rate 18

19 Phase 3 Collaborative Planning and Outreach Exercise Part 2: Identifying Strategic Issues (Small Group) Strategic issue: Have broad and deep impact equire a multifaceted, multi-stage response from all levels of the organization Are long-term May be controversial Sharing 19

20 Phase 3 Collaborative Planning and Outreach Exercise Part 3: Prioritizing Strategic Issues (Individual) Given limited time and resources, on which strategic issues should the College focus? Gallery Walk Stickers to rate 20

21 Phase 3 Collaborative Planning and Outreach Behind-the-Scenes Staff compiled input from all the town halls and meetings and analyzed the data to identify themes 21

22 Phase 4 Setting Strategic Priorities and Goals Based on feedback from collaborative planning sessions, town halls, focus groups, and meetings, the Strategic Plan Coordinating Committee drafted strategic priorities and goals 22

23 Phase 4 Setting Strategic Priorities and Goals Intentional focus on the few things that will move the College forward 23

24 Phase 4 Setting Strategic Priorities and Goals 24

25 Phases 5 and 6 Action Planning Shared draft priorities and goals with stakeholders with ask for five-year commitments of how they would implement the plan Five-year Collegewide Action Plan Strategic, intentional, coordinated Includes Collegewide strategic initiatives Includes campus- and unit-specific initiatives that support the Collegewide strategic goals Aligned with campus and unit annual plans 25

26 Phase 7 Implementation, eporting, and Monitoring Implementation 9 Collegewide strategic initiatives 150+ campus- and unit-specific initiatives Provided technical assistance Plan-Do-Study-Act cycle Campus and unit planning Measurement (lead, lag measures) Alignment with campus- and unit-specific annual planning and reporting calendar 26

27 Phase 7 Implementation, eporting, and Monitoring eporting Collegewide strategic initiatives Quarterly updates Annual report Campus- and unit-specific initiatives Annual report Monitoring Opportunities for collaboration and leveraging Course correction, if necessary New initiatives, if appropriate 27

28 Quarterly Monitoring Matrix 28

29 Phase 8 efine Annual Plans Annual planning and reporting cycle allows for revision of five-year commitments We are currently in ear 2 of Strategic Plan implementation Monitoring progress Providing technical assistance to ensure progress Providing motivation and encouragement 29

30 Annual eporting 30

31 Lessons Learned Collaborate Transparency throughout the process Development of a living Strategic Plan that organization built together Communicate Expectations Follow-up Connect For efficiency and effectiveness 31

32 Small Group Activity Where is your organization in the strategic planning process? eview the Tools and esources provided to your group in the folder Discuss and share what you find helpful (+) or would change (Δ) and why? 32

33 Thank you! Dr. Carlos A. Viera Director, Planning and Policy Analysis Division of Institutional Effectiveness 33

34 Strategic Planning, Implementation, Monitoring and eporting Carlos A. Viera, PhD, SPH, SHM-SCP Director Planning, Policy Analysis and Grant Program Support Division of Institutional Effectiveness Updated 07/12/17